Strategic Human Resource Development: Shifting Paradigm in Nepalese Listed Companies

Abstract

This paper explores the level of Human Resource Development (HRD), involvement of Human Resource (HR) managers in strategic decisions, sharing HR responsibility and changes of line management roles for HRD programs in publicly traded business corporation of Nepal. Data was collected using structured questionnaire from line management and HR managers of 105 organizations based on unit of analysis that have at least five years of establishment of age, and analyzed. It is observed that the mission statements crafted by most of the organizations at the corporate level do not follow any common trend while formulating HRD strategies. The selection rate of HR managers from internal sources of organizations is fairly larger while appointing HRD managers and the trend of involving HR manager for strategy formulation is increasing. This study contributes to the existing theory of HRD and helps to execute the policies and programs by Nepalese business managers, to accelerate the overall business performance.